How it works
AStep 1: Plan : First, identify exactly what your problem is. You may find it useful to use tools like Drill Down , Cause and Effect Diagrams , and the 5 Whys o help you really get to the root of it. Once you've done this, it may be t appropriate for you to map the process is at the root of the problem . Next, draw together any other that information you need that will help you start sketching out solutions. .
BStep 2: Do : This phase involves several activities: Generate possible solutions. Select the best of these solutions, perhaps using techniques like Impact Analysis them. to scrutinize Implement a pilot project on a small scale basis, with a small group, or in a limited geographical area, or using some other trial design appropriate to the nature of your problem, product or initiative..
CStep 3: Check : In this phase, you measure how effective the pilot solution has been, and gather together any learning from it that could make it even better. You may decide to repeat the "Do" and "Check" phases, incorporating your additional improvements. Once you are finally satisfied that the costs would outweigh the benefits of repeating the Do - Check sub-cycles, you can move on to the final phase.
DStep 4: Act : Now you implement your solution fully. However, your use of the PDCA Cycle doesn't necessarily stop there. If you are using the PDCA or Deming Wheel as part of a continuous improvement initiative, you need to loop back to the Plan Phase (Step 1), and seek out further areas for improvement.
ITIL
The Deming Cycle provides a useful, controlled problem solving process. It is particularly effective for: Helping implement Kaizen Improvement approaches, when the cycle is repeated again and or Continuous again as new areas for improvement are sought and solved. Identifying new solutions and improvement to processes that are repeated frequently. In this situation, you will benefit from extra improvement s built in to the process many times over once it is implemented. Exploring a range of possible new solutions to problems, and trying them out and improving them in a controlled way before selecting one for full implementation. Avoiding the large scale wastage of resources that comes with full scale implementation of a mediocre or poor solution.
Clearly, use of a Deming Cycle approach is slower and more measured than a straightforward "gung ho" implementation. In true emergency situations, this means that it may not be appropriate (however, it's easy for people to think that situations are more of an emergency than, in reality, they really are...)